{"id":52234,"date":"2017-07-16t05:00:16","date_gmt":"2017-07-16t09:00:16","guid":{"rendered":"https:\/\/48e130086c.nxcli.net\/?p=52234"},"modified":"2024-08-14t11:27:16","modified_gmt":"2024-08-14t15:27:16","slug":"culture-continuous-improvement","status":"publish","type":"post","link":"\/\/www.g005e.com\/2017\/07\/16\/culture-continuous-improvement\/","title":{"rendered":"the culture of continuous improvement"},"content":{"rendered":"

\"industrial<\/a>implement lean in 5 steps.
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by dustin hostetler
\nbridging the gap<\/a>
\n<\/em><\/p>\n

change is never easy, and the accounting profession has often shown a particular resistance to relinquishing traditional patterns. but for those firms that embrace change at all levels through process improvement initiatives such as lean six sigma, the results have been both visible and rewarding.<\/p>\n

more: <\/b>a winning culture is an intentional culture<\/a> | a call for change: an open letter to each generation<\/a>
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when this kind of initiative succeeds, generational conflicts melt away as the shared vision and firmwide efforts unite older and younger team members in their quest for the common goal.
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\nlean six sigma and change management are popular concepts in accounting firms today. a key reason is because firms are discovering the ad hoc and disjointed ways of changing processes and technology in the past aren\u2019t sustainable in today\u2019s rapidly changing external environment. one-off improvements and best practices, at best, lead to short-term and isolated gains. without longer-term vision and understanding, changes never truly take hold and the all-important buy-in factor is often missing.<\/p>\n

enter lean six sigma \u2013 a thought process and disciplined methodology to create an unparalleled culture of continuous improvement. a culture that both current and emerging leaders embrace and share.<\/p>\n

at the heart of lean is a relentless pursuit of optimizing value from a client point of view. this entails identifying and eliminating waste in all its egregious forms \u2013 from redundancies and excess touches to significant waiting time between steps; from process loops because of poor quality or personal preferences to ineffective utilization of technology. you name the waste, and lean attacks it vigorously. this, of course, leads to a more effective and efficient process.<\/p>\n

lean is often implemented in cpa firms by using a five-step process improvement approach \u2013 define, measure, analyze, improve and control (dmaic). this model is applied to both client-facing processes as well as internal ones. this powerful model of change management cuts through the inertia and challenges the status quo \u2013 to benefit the client and the firm.<\/p>\n

the benefits can be significant in the short term. engagements are led more effectively and efficiently, which leads to improved profitability and financial performance. a solid operational foundation is built by creating capacity within a process. in essence, lean helps firms ensure that their efforts on the top line are rewarded by increases to the bottom line. firms are also discovering the long-term benefits of pursuing a lean journey.<\/p>\n

perhaps the most significant benefit is the culture shift that begins to take shape inside firms that adopt lean. the pursuit of continuous improvement elevates the firm culture as it is embraced by all levels. and this culture shift is the catalyst for future success.<\/p>\n

what is a culture of continuous improvement?<\/p>\n